本文選題：跨境人民幣結(jié)算業(yè)務(wù) + 操作風(fēng)險��； 參考：《云南財經(jīng)大學(xué)》2014年碩士論文

【摘要】：伴隨我國經(jīng)濟實力的不斷增強，人民幣國際化一度成為熱門話題。但直到2008年全球金融危機爆發(fā)以前，人民幣國際化并沒有取得太多實質(zhì)性的進展。金融危機爆發(fā)后，人們意識到過渡依賴美元所帶來的弊端，同時人民幣穩(wěn)定的幣值在國際上獲得了良好的公眾預(yù)期和聲譽，我國政府抓住這一時機加快人民幣國際化步伐，尤為關(guān)鍵的一步就是從2009年開始實行跨境人民幣結(jié)算業(yè)務(wù)試點，并逐步在全國范圍推廣。跨境人民幣結(jié)算不僅對宏觀層面的我國政治、經(jīng)濟具有深遠意義，也使我國企業(yè)和商業(yè)銀行受益。從我國商業(yè)銀行的角度來看，跨境人民幣結(jié)算業(yè)務(wù)給它們帶來了巨大商機，關(guān)系到各銀行核心競爭力的培養(yǎng)，乃至國際化經(jīng)營。 本文以微觀主體商業(yè)銀行為對象，先對跨境人民幣結(jié)算業(yè)務(wù)的發(fā)展規(guī)模、操作模式和存在的問題進行了分析，得出該業(yè)務(wù)的發(fā)展經(jīng)歷了從冷轉(zhuǎn)熱的過程，且未來發(fā)展空間巨大；商業(yè)銀行辦理該業(yè)務(wù)依賴清算行模式和代理行模式；存在沒有形成全球性結(jié)算網(wǎng)絡(luò)、境內(nèi)外機構(gòu)聯(lián)動性不足、產(chǎn)品種類少且缺乏創(chuàng)新、風(fēng)險管理能力不足等諸多問題。 全文重在介紹商業(yè)銀行經(jīng)營跨境人民幣結(jié)算業(yè)務(wù)所面臨的操作風(fēng)險，對操作風(fēng)險管理流程進行詳細分析。作者構(gòu)建了一個操作風(fēng)險預(yù)警識別指標體系；綜合業(yè)務(wù)開展時間短、數(shù)據(jù)匱乏等條件，認為現(xiàn)階段收入法較適合各行使用，但更呼吁我國商業(yè)銀行盡快將損失數(shù)據(jù)庫的建立提上日程，利用更高效、精準的操作風(fēng)險度量模型；商業(yè)銀行應(yīng)設(shè)置監(jiān)督管理機構(gòu)，對各類風(fēng)險預(yù)警指標進行日常監(jiān)測，及時發(fā)現(xiàn)問題；風(fēng)險控制上首先注重風(fēng)險防范，盡量規(guī)避風(fēng)險，合理利用外包和投保方式轉(zhuǎn)移風(fēng)險，開發(fā)多種類的業(yè)務(wù)產(chǎn)品、控制給單個客戶的授信額度以分散風(fēng)險，對那些發(fā)生頻率高但損失很小、無法完全規(guī)避的風(fēng)險，利用預(yù)提的準備金對損失進行補償，對那些無法投保的比如地震等自然災(zāi)害型風(fēng)險，考慮設(shè)置意外損失基金應(yīng)對損失；做好報告和反饋工作，保證管理效果。 銀行應(yīng)積極吸收國際先進銀行的操作風(fēng)險管理經(jīng)驗，在改善操作風(fēng)險管理上，可采取營造良好的風(fēng)險文化氛圍，提高全體員工的風(fēng)險防控意識；完善制度規(guī)章，建立有效的風(fēng)險組織結(jié)構(gòu)；提高操作風(fēng)險管理技術(shù)，合理利用管理工具；優(yōu)化系統(tǒng)功能，重視人才隊伍建設(shè)；以及從業(yè)務(wù)執(zhí)行上完善操作措施。文章也對如何進一步拓展跨境人民幣結(jié)算業(yè)務(wù)提出對策建議，指出商業(yè)銀行必須完善支付結(jié)算系統(tǒng)的建立，大力發(fā)展清算渠道；加大對業(yè)務(wù)的宣傳、深度挖掘境內(nèi)外客戶的需求、增強產(chǎn)品創(chuàng)新；加強內(nèi)部上下級之間、境內(nèi)外機構(gòu)之間以及與政府監(jiān)管部門之間的關(guān)系聯(lián)動；注重人才培養(yǎng)和引進，提升業(yè)務(wù)人員的操作水平和全體員工的職業(yè)道德水平，提高銀行的風(fēng)險管理能力。
[Abstract]:Along with our country's economic strength unceasing enhancement, RMB internationalization once became the hot topic. But until the 2008 global financial crisis, the internationalization of the yuan has not made much substantial progress. After the outbreak of the financial crisis, people realized the disadvantages brought about by over-reliance on the US dollar, and at the same time, the stable value of the RMB gained a good public expectation and reputation internationally. Our government seized this opportunity to speed up the pace of RMB internationalization. A particularly crucial step is the introduction of cross-border renminbi settlement pilot operations in 2009 and gradually rolled out across the country. Cross-border RMB settlement is not only of great significance to Chinese politics and economy, but also benefit Chinese enterprises and commercial banks. From the point of view of Chinese commercial banks, cross-border RMB settlement business brings them huge business opportunities, which is related to the cultivation of core competitiveness of banks, and even international management. In this paper, the micro-main commercial banks as the object, first of all, the development scale, operation mode and existing problems of cross-border RMB settlement business are analyzed, and it is concluded that the development of this business has experienced the process from cold to hot, and the future development space is huge; The commercial banks rely on the clearing bank model and the agency bank model, and there are many problems, such as the lack of global settlement network, the lack of linkage between domestic and foreign institutions, the lack of product types and innovation, the lack of risk management ability, and so on. This paper mainly introduces the operational risks faced by commercial banks in the cross-border RMB settlement business, and analyzes the operational risk management process in detail. The author has constructed an operational risk early warning and identification index system, the comprehensive business development time is short, the data is scarce and so on, the author thinks that the income method is more suitable for each bank at the present stage. But it also calls on our commercial banks to put the establishment of loss database on the agenda as soon as possible and use more efficient and accurate operational risk measurement models. Commercial banks should set up supervision and management agencies to carry out daily monitoring of all kinds of risk early warning indicators. Risk control first pays attention to risk prevention, tries to avoid risks, reasonably uses outsourcing and insurance to transfer risks, develops various kinds of business products, and controls credit lines to individual customers in order to spread risks. For those risks with high frequency but little loss and can not be completely avoided, the reserve is used to compensate for the losses, and for those risks of natural disasters such as earthquakes that can not be insured, it is considered to set up an accident loss fund to deal with the losses. Make good report and feedback work to ensure management effect. Banks should actively absorb the operational risk management experience of international advanced banks. In order to improve operational risk management, banks should create a good risk culture atmosphere, enhance the awareness of risk prevention and control among all employees, and improve the system and regulations. Establish effective risk organization structure; improve operational risk management technology, rational use of management tools; optimize the system function, attach importance to the construction of talent team; and improve the operational measures from the business implementation. The article also puts forward countermeasures and suggestions on how to further expand cross-border RMB settlement business, and points out that commercial banks must improve the establishment of payment and settlement system, vigorously develop settlement channels, and increase the publicity of the business. To tap deeply the needs of domestic and foreign customers, to enhance product innovation, to strengthen the linkage between internal and external institutions, between domestic and foreign institutions and with government regulatory authorities, and to pay attention to the training and introduction of talents, Improve the operational level of the business staff and the professional ethics of all staff, improve the bank's risk management ability.
【學(xué)位授予單位】：云南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.6

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